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Vibrance Kegel Device: Capturing Mindshare
Doreen KumCaso IVEY-9B16A021-EDirección estratégica, Iniciativa emprendedora, MarketingThe Vibrance Kegel Device (VKD) was an intra-vaginal device that helped women correctly identify and strengthen their pelvic floor muscles to prevent and improve health issues related to urinary incontinence, back pain, and sexual dysfunction. The VKD was owned and marketed by Bioinfinity, a three-person, start-up company based in Malaysia. Despite being an innovative and award-winning product, its marketing strategy was challenging as its target...Desde 8,20 €
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GlaxoSmithKline: Rebalancing Excessive Workloads
Ronald Kleer; Singfat ChuCaso IVEY-9B14E022-EDirección estratégica, Gobierno corporativoEnd-of-month account closure at many firms often requires long work hours, which may lead to staff fatigue and attrition that will affect productivity and quality of work. This is true for GlaxoSmithKline’s Record to Report Finance team in Kuala Lumpur, Malaysia in August 2014. The company is a science-led global business that researches and develops a broad range of innovative products in three primary areas: pharmaceuticals, vaccines and consum...Desde 8,20 €
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eHomemakers: Crossing Borders into Singapore
Pei Chuan Wu; Albert Chu Ying Teo; Ming Hao WongCaso IVEY-9B16M082-EDirección estratégica, Iniciativa emprendedoraThe eHomemakers project was founded in 1998 to provide skills and employment for disadvantaged women in Malaysia. The women worked from home, weaving baskets out of recycled magazines from which they could generate income. This means of self-support was particularly beneficial to stay-at-home mothers and disabled women who were unable to work. By 2011, the enterprise was struggling for viability in Malaysia, which led the founder to consider cros...Desde 8,20 €
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Credit Guarantee Corporation: Accommodating an Expansion Strategy
Shrestha Pratik; Tuhin SenguptaCaso IVEY-9B17M177-EDirección estratégica, Tecnologías de la informaciónIn September 2011, the chief risk officer of Credit Guarantee Corporation Malaysia Berhad (CGC) was mulling over a pressing problem. CGC was looking to expand its business in Malaysia from just giving guarantees to small and medium enterprises to also providing direct loans (direct-lending products). The change required a major overhaul in business strategy and an increase in eligibility criteria. Previously, most criteria were checked manually b...Desde 8,20 €
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AirAsia Faces a Major Crisis: The Loss of QZ8501
Jonathan Doh; Thomas Lawton; Andreas SchotterCaso IVEY-9B15M018-EDirección estratégicaOn December 28, 2014, contact with Indonesia AirAsia flight QZ8501, carrying 162 people, was lost after it left Surabaya, Indonesia bound for Singapore. All passengers were believed dead. Until this horrific incident, AirAsia and its various affiliated airlines, which included AirAsia X and Indonesia AirAsia, along with several other airlines organized in joint ventures throughout Southeast Asia, had recorded rising profits, rapid expansion and, ...Desde 8,20 €
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Malaysia Airlines: The Marketing Challenge after MH370 and MH17
Neeraj Pandey; Gaganpreet SinghCaso IVEY-9B15A028-EDirección estratégica, MarketingThe chief executive officer of Malaysia Airlines (MAS) had the daunting task of sustaining a business that had suffered the tragic loss of two of its airliners in a span of just four months. Prior to this, a US$392 million loss, as well as the inability to compete with lower-cost carriers, had posed a great challenge to MAS. Management was planning to initiate a cost-cutting strategy to manage pricing and the competitive challenges of the aviatio...Desde 8,20 €
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Launch of Durra: Women in Islamic Banking
Alexandra Roth; David T.A. WesleyCaso IVEY-9B10M035-EDirección estratégica, Liderazgo y Dirección de personasAWARD WINNING CASE - Euro-Mediterranean Managerial Practices and Issues Award, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. The case focuses on the vice-president and regional head of corporate banking for Noor Islamic Bank in Dubai as she arrives in the United States to promote the first global network for women in Islamic banking and finance, known as Durra. As a result, Islamic banks have been growing at...Desde 8,20 €
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The IOI Group: Creating a Malaysian Palm Oil Multinational
Marleen Dieleman; Megha MittalCaso IVEY-9B10M068-EDirección estratégicaThe case discusses the story of the IOI Group, one of the largest palm oil players in Malaysia, which has seen rapid growth in the past two decades. Family-controlled since 1982, the IOI Group's main businesses initially were property and palm plantations. As a relative latecomer in the palm oil industry, it grew both organically and through acquisitions, and, in 2010, had sales of about US$4.3 billion and employed 30,000 people. Over the years, ...Desde 8,20 €
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CoinOrb: An Initial Coin Offering to Launch Cryptocurrency Derivatives Exchange
Rand Low; Colette Southam; Matthew WinklerCaso IVEY-W29722-EFinanzasIn early March 2020, CoinOrb needed additional capital to build the minimum viable product for their cryptocurrency futures trading platform. Rather than raise additional equity, the company founders created an initial coin offering (ICO), a token sale that blockchain start-ups use to raise funds. CoinOrb planned to launch their ICO shortly after launching their platform in late 2020, but they first needed to prepare their white paper. How would ...Desde 8,20 €
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AirAsia X: Can the Low Cost Model Go Long Haul
Ben Forrey; Andreas Schotter; Jonathan Doh; Thomas LawtonCaso IVEY-9B12M013-EDirección estratégica, Iniciativa emprendedoraBy 2007, AirAsia had become one of the most successful budget airlines in the world. Having dominated Southeast Asia and entered China and India, AirAsia was poised to solidify its place as a top budget airline and one of the most consistently profitable globally. But company founder Tony Fernandes had bigger plans. From the outset in 2001, Fernandes had intended to offer long-haul service, competing against the largest and most established airli...Desde 8,20 €